Headquartered in Karachi, Gul Ahmed has grown into a fully integrated textiles leader. The company boasts an installed capacity of 35,000 rotors and 500 looms. With over 100 retail outlets across Pakistan and a growing range of design-led products, Gul Ahmed is leveraging its US and UAE presence to target premium markets, while continuing to build on its longstanding partnership with furnishings giant IKEA. As the company’s expansion accelerates, CEO Mohammed Zaki Bashir outlines his vision for the future.
Read selected extracts from the interview below.
Q: How has your vision shaped Gul Ahmed since becoming CEO in March 2014?
Mohammed Zaki Bashir: Our focus on sustainability lies at the heart of the company, across manufacturing, culture, marketing and product design. We consider carbon footprint, renewable energy use and overall impact on consumers and Pakistan. Water management is a key priority: we consume about 1–1.5 million gallons daily, treat all of it and currently recycle 50%, aiming for 90% by 2028 (from zero when I started).
In renewable energy, we have shifted away from full fossil fuel dependence. Gul Ahmed’s 40-megawatt captive power demand now includes 30 megawatts from solar and 5 megawatts from wind. Our goal is to achieve 100% renewable energy and eliminate fossil fuel use by 2028.
Q: How do you manage your company’s reputation?
MZB: The most important thing is bringing in people who share our values. From day one, we look for integrity, respect, and most importantly, a spirit of teamwork. Talent and teamwork together drive results. We are the world’s largest supplier of soft home furnishings to IKEA.
I recall meeting the late Ingvar Kamprad about six years ago at a key suppliers’ conference. Despite having a fractured back, he stood up with effort, supported by Henrik Elm, then IKEA’s COO. Kamprad said, “I have to show you what IKEA is.” He tossed his cane, began to fall and Henrik caught him. He said, “This is IKEA. We know the person beside us will not let us fall.” It was a deeply moving moment that defined their culture: trust and support.
That experience inspired us. When you work with the best partners, you learn from the best cultures. That is the culture we strive to instil at Gul Ahmed.
We value excellent teamwork and mutual support. No one should be targeted or blamed for failure; instead, we focus on helping, training and developing new skills. Hiring the right people is crucial, once they fit, we groom them, driving organisational and company growth. Strong values attract equally strong partners and customers.
Just as people with shared interests build lasting friendships, companies that uphold the best practices attract like-minded clients. If you cut corners or chase only low prices, that is what you will draw.
Dubai is a perfect example: a secure, business-friendly environment that attracts top global talent through action, not words. Consider Emirates, starting with three leased aircraft and $10 million; it has become one of the world’s largest airline groups. I spend much time in Dubai and find its enabling environment inspiring, no one slows you down; everyone helps you move faster. It is truly remarkable.
When you experience that environment, you want to bring the same energy to your company, enabling people to work better, faster and more efficiently. Success comes when everyone feels supported and complemented by their teammates.
In football, it is the final pass that creates the goal, everyone remembers the scorer, but the team effort makes it possible. Winning teams share values and live them daily. That is why we display and reinforce our values everywhere, through pledges and reminders that build unity and pride. Just as patriotism drives a nation, a shared spirit drives a company. People must want to be here, to work, and to contribute, it is about inspiring that desire.
Dubai embodies this spirit. Despite fierce competition, it motivates people to perform at their best. Those who work hard and deliver quality always succeed. In Dubai, people pay more for excellence because the ecosystem itself rewards it.
Q: What are your key competitive advantages?
MZB: Today, we are Pakistan’s largest home textile exporter by dollar value, closing this year with about $400 million in exports and a total top line of $650 million. IKEA is our largest partner, accounting for roughly $150 million annually. Our partnership spans 30 years and continues to grow. We are also the leading home textile exporter to Europe.
We are now focusing on building brands to elevate our offerings. Recently, in Dubai, we partnered with Home Centre to launch the global license for Roberto Cavalli Home. The products, bedsheets, towels and linens, were manufactured by Gul Ahmed and exported to the UAE, where they debuted in Dubai and are now expanding across the GCC.
We are also onboarding three more brands through our New York subsidiary, which manages branding and design. Our New York studio works closely with teams in Pakistan to produce premium branded products for markets like Dubai, where customers seek high-quality, upscale experiences with strong value.
Q: How are you leveraging your UAE presence to drive strategic growth?
MZB: We plan to establish a product development centre in the UAE, which serves as a global hub connecting markets worldwide. A design and exhibition studio there will allow us to showcase our products more effectively, as not everyone can visit Pakistan due to limited flight connectivity. Dubai offers the ideal platform to reach and engage new customers.
We already have warehousing and distribution in the UAE, enabling us to supply branded products to retailers like Landmark Group and Home Centre. We will continue expanding this presence.
Branded residences, such as Armani Home and Cavalli Home, are now integral to the UAE landscape. Similarly, through our home textiles, we aim to complement this trend by offering premium, design-focused products that appeal to customers seeking high-quality, stylish living.
Q: What key factors enabled you to secure the Roberto Cavalli licensing deal and a seat on the Heimtextil Advisory Board?
MZB: It all comes down to delivering according to strong values. When you do that, opportunities follow naturally. You do not strive to be number one, you strive to be your best every day, and that positions you to become number one.
Dubai is a perfect example. Two and a half decades ago, it was just a dream. Because people believed in that vision and worked hard daily to deliver excellence, it became a reality. Success is built on consistent effort, day after day, driven by the desire to improve.
Look at Messi’s story: once considered too short and unfit to play professionally, he achieved greatness through relentless hard work and persistence. Dreams come true through daily dedication.
Q: How do your wastewater treatment, combined cycle power plant, and emission reduction initiatives demonstrate your commitment to sustainability?
MZB: They are hugely important because, at first, they often seem like the more expensive path. But if you truly believe in them, you realise what we always say in our company: if it is not affordable, it is not sustainable. The goal is to make seemingly costly projects affordable over time.
Such initiatives are long-term investments, delivering medium- to long-term gains rather than quick returns. Many people focus on short-term results, but true value always emerges in the long run.
Q: Why should global investors consider Pakistan?
MZB: Pakistan is an undervalued market of over 250 million people, rich in natural resources, with vast mineral and cotton reserves and a strong agricultural base. Its people are passionate and welcoming toward the UAE and Dubai.
The key is to have a mission to create value. You do not achieve it instantly, you build it by mapping opportunities, identifying mutual benefits, setting clear goals and working steadily toward them.
Q: How have your board roles across the UAE, UK, USA and Pakistan shaped your leadership style?
MZB: The most important skill is being a good listener. On any board, effective listening is key, often 90% of making the best decisions. Listening to diverse perspectives with an open mind, free of bias, leads to better outcomes.
We must not let personal feelings interfere with sound decisions, unless morality is at stake. Ethics should always guide the right course of action.
